Digital Human Resource Management in Egypt

El‐Kot, Ghada; Leat, Mike; Masry, Shaimaa

doi:10.1007/978-3-030-98309-3_14

Cited by 5 publications

(2 citation statements)

References 35 publications

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“…Although gamification gained popularity in various countries and notable organizations like Google, Apple, Microsoft, Cisco, and Samsung, in their operation, training and development, and human resource activities like recruitment and selection, comprehensive implementation and adoption of gamification in organizational supply chain system remain challenging (Alhammad & Moreno, 2020). It would be challenging for the organizations in the Gulf region to implement gamification in organizational operational activities due to its low popularity (Chun et al, 2016;El-Kot et al, 2022;Hoshang et al, 2018). This challenge remains at the industry level where the Gulf region is dominated by energy and power sectors, and transportation and logistics in which gamification isn't much entertained in operational level (Mekler et al, 2017;Mitchell et al, 2017).…”

Section: Discussionmentioning

confidence: 99%

Game on: Can gamification enhance productivity?

Rahiman,

Kodikal,

Suresh

2023

F1000Res

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Background: Research suggests that gamification can increase work engagement by providing employees with a sense of autonomy, competence, and relatedness, and by creating a fun and engaging work environment. Gamification is designed to increase consumer and employee engagement and see that they holistically collaborate to achieve a shared vision. The concept of gamification is as old as learning itself, just that the use of the terminology “Gamification” is of a recent origin. Methods: This article focuses on the impact of gamification in various organizations and simultaneously sees its relationship with job engagement and productivity. A primary investigation was done to determine the nexus between the various variables and data collection from 400 respondents working in various fraternities of the economy from both public and private domains from countries in the Gulf region. The structural equation model and SPSS has been inferred to analyse the results. Results: The study results show that variable such as perceived adoption and usefulness in the gamified system is significantly associated with job engagement. Similarly, employee’s recognition and perceived motivation have a positive impact on productivity. The study identified job engagement mediating factor to enhance organisational productivity in a gamified system. Conclusion: The effectiveness of gamification in enhancing work engagement may depend on factors such as the design of the gamification system, the preferences and motivations of individual employees, and the organizational culture and goals. The findings have significant implications for insight into how employees in the service sector are aware of the gamified working environment and react to the system through work engagement and productivity.

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Section: Discussionmentioning

confidence: 99%

Game on: Can gamification enhance productivity?

Rahiman,

Kodikal,

Suresh

2023

F1000Res

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“…A good number of manufacturing and service organizations have devoted substantial effort to connect between HRM practices and TQM practices (Wolor et al,2022;Sharma et al, 2021;Pandey et al, 2021;El-Kot et al,2021). Connecting HRM practices with TQM practices yields a high quality of products and services, and increased productivity and performance at the lowest cost (Yang, 2006, Wolor et al,2022.…”

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confidence: 99%

The Human Resource Management Practices for the Implementation of TQM in Indian Manufacturing Industries

Nanjundeswaraswamy

Kulenur

Nagesh

2023

BJO&PM

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Purpose: Examine the association between human resource management(HRM) practices and the total quality management (TQM) practices in the meppchanical manufacturing industries. Design/Methodology/Approach: Data and information were gathered using a survey instrument. Data were collected from the managerial level employees working in the HR, quality and production departments. Collected data and information were analyzed using descriptive statistics, factor analysis and structural equation modelling. Findings: Human resource management practices are associated with total quality management practices. The result of the study also reveals that Functional Leadership (FL), Positive Organizational Scholarship (POS), Employee Involvement (EI), Empowerment (EMP) and Employee Training (ET) are the predominant factors of human resource management. At the same time, Benchmarking (BEN), Customer Satisfaction (CS), Top Management Commitment (TMC) and Supplier Relations (SR) are the critical success factors of TQM practices. “Functional Leadership” has the most significant impact on Benchmarking. Research limitations/implications: The empirical research was on mechanical manufacturing industries in India only. Further, the study can be extended to other sectors to gather relevant TQM and HRM associations. Practical implications: Successful implementation of HRM practices enhances employees' motivation level; this will significantly help to implement the organization's TQM practices. Overall implementation of HRM and TQM practices will improve employee satisfaction and customer satisfaction level and continuous improvement. Originality/value: The research tender imminent into associations between HRM and TQM practices focusing on Indian manufacturing organizations. This conceptual framework is a valuable reference for future research.

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